The Dispatch

Health systems are increasingly turning to virtual second opinions (VSOs) as a strategic lever to extend global reach, differentiate in competitive markets, and unlock long-term value. In this episode of The Strategy Catalyst Dispatch, we speak with Jarrett Fowler, Senior Director of Strategic and International Initiatives at NCHL and leader of USCIPP, a consortium supporting over 60 U.S. hospitals with international patient programs.

Anika Rasheed, Senior Analyst, and Jerome Pagani, Executive Director of Strategy Catalyst, unpack the insights Jarrett shares on the rise of international and domestic VSO programs. From identifying high-opportunity regions and specialties to navigating legal barriers and building scalable infrastructure, this episode offers a roadmap for CSOs evaluating where VSOs fit into their enterprise strategy. The conversation also explores emerging best practices for physician engagement, partnerships, and aligning VSO models with system strengths.

Key Takeaways

• High-Growth Global Markets for Virtual Second Opinions: Health systems are seeing demand from regions including the UAE, Saudi Arabia, China, and Latin America, where patients are mobile, well-resourced, and actively seeking U.S.-based specialty care. Specialties with the strongest international appeal include oncology, pediatrics, and neurology, with virtual second opinions often serving as the entry point for long-term referral relationships and brand recognition abroad.
• Legal and Regulatory Considerations for International Expansion: Successful programs address key compliance concerns early—such as cross-border data sharing, physician licensure, and patient privacy. Partnering with a local treating physician not only helps health systems navigate legal constraints but also supports clinical continuity for patients who return home after receiving care in the U.S.
• Building Scalable VSO Programs Through Strategic Partnerships: Collaborations with in-country providers, embassies, or ministries of health reduce regulatory risk and improve operational efficiency. USCIPP supports systems in forming these relationships and provides access to legal analyses and benchmarking to guide safe and strategic expansion.
• Domestic VSO Programs: Physician Buy-In and Infrastructure Readiness: Health systems are designing VSO programs around existing clinical strengths, using strategies like asynchronous consults, subspecialty case matching, and identifying “VSO champions” to increase physician participation. Programs must also manage licensure complexities and reimbursement uncertainty—most systems still operate with self-pay or employer-sponsored models, though payer interest is growing.
• Rethinking ROI—VSOs as a Brand and Access Strategy: While in-person conversion rates vary, many systems view VSOs as a long-term investment in brand equity, access, and global reputation. For CSOs, success isn’t just about direct revenue—it’s about market positioning, clinical outreach, and strategic alignment with enterprise goals.

Chief Physician Executives (CPEs) are uniquely positioned to bridge clinical care and strategic goals. In our latest Heard Around the C-Suite episode, we highlight insights from The Health Management Academy’s Fall 2024 CPE Forum, where CPEs shared their approaches to technology adoption, innovative workforce models, cybersecurity, and leadership development. This episode brings strategy executives into the room with CPEs, equipping them with practical insights to enhance collaboration with clinical leaders, align organizational goals, and implement solutions that drive both financial and clinical ROI.

Join Jerome Pagani, Executive Director of Strategy Catalyst, and Anika Rasheed, Strategy Catalyst Analyst, as they unpack key themes from the forum. The episode also includes clips from CPE Forum participants as they reflect on the innovations, strategies, and solutions discussed across the sessions.

Key Takeaways

• Collaborative Implementation Improves Tech Adoption: CPEs emphasized the importance of engaging clinical leaders early in technology planning to ensure new tools align with workflows and improve patient outcomes. Solutions are more likely to succeed when clinicians are treated as collaborators, not just end-users.
• Workforce Innovation Drives Retention: Programs like Corewell Health’s gig economy-style app can reduce clinician burnout by offloading non-clinical tasks, leading to significant time savings and higher retention rates. Other programs are helping clinicians work at the top of their licenses with greater flexibility while addressing staffing shortages and equity challenges.
• Cyber Attacks are Threats to Care Delivery: Treating cyberattacks as operational disasters, not just IT issues, is critical for maintaining care continuity. Building resilience must be a strategic priority for health systems.
• Beyond the Clinical: The CPE as a Coalition Builder: Balancing clinical practice with strategic responsibilities helps CPEs maintain trust and credibility, while succession planning and leadership development ensure long-term success.

In today’s rapidly evolving healthcare landscape, health system CEOs have dozens of priorities on their plate—often simultaneously. While strategy leaders often work closely with their own CEOs, we wanted to bring you in the room to hear what CEOs from around the country are talking about and how they are grappling with their top priorities. Our inaugural audio episode of Heard Around the C-Suite dives into these challenges, recapping key insights from recent CEO discussions at The Health Management Academy’s CEO Forum and Horizon 2030 CEO Summit.

Listen in as Jerome Pagani, Executive Director of Strategy Catalyst, and Anika Rasheed, Strategy Catalyst Analyst, break down key themes from conversations with our resident experts and event attendees Robin Brand, Vice President of Member Insights, and Rebecca Akabas, Senior Director of Member Development.

Key Takeaways

• Epic and Innovation Constraints: CEOs recognize Epic’s importance but also voice frustration over the slow pace of updates, which limits agility. CEOs are exploring ways to adapt without overburdening their teams or compromising patient care by finding solutions that can be easily integrated and show immediate financial returns.
• AI’s Impact on Workforce Efficiency and Care Delivery Gaps: AI applications, like those demonstrated by Hippocratic AI, show promise in managing routine tasks, freeing clinical staff for more complex patient care. Still, there’s recognition that the human touch remains important.
• Value-Based Care and Physician Compensation Models: While some health systems are advancing in value-based care, others remain heavily tied to fee-for-service models. Leaders are continuing to discuss how to realign physician incentives in either model to drive meaningful change.
• Addressing Burnout with Technology: CEOs are focused on solutions that deliver immediate ROI without further straining already exhausted teams. The focus is on “plug-and-play” tools that integrate seamlessly into existing workflows.
• Learning from Consumer-Driven Industries: Health systems can gain valuable insights from consumer-driven sectors. Leaders at WellSpan and CLEAR demonstrated how establishing specialized teams and building adaptable platforms enable health systems to manage risks, drive innovation, and scale successful solutions organization-wide.